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SCIENTIFIC MANAGEMENT
1. Replace each rule of thumb method with a scientific method
2. Managers should scientifically select, train, teach and develop workers
3. Managers should cooperate with workers to ensure work has been done according to the scientific
method developed
4. Almost equal work distribution between manager and workers
FAYOLISM 5 FUNCTIONS
PLANNING
ORGANISING
COMMANDING
Arranging and
structuring work
Implementing plans to
personnel
COORDINATING
CONTROLLING
DESICIONAL
INFORMATIONAL
INTERPERSONAL
Internal search
Advertisements
Employee Referrals
Employee Agencies
Resignation
Dismissal
Redundancy (or retrenchment)
Redeployment
Lay-off
Selection
Selection
+
+
Recruitment Sources
Low cost
Candidates already familiar with organisation
Limited supply
Wide distribution
Many unqualified candidates
Can generate strong candidates
May not increase diversity of employees
Many candidates
Only entry-level positions
Derecruitment Sources
Voluntary termination of employment
Involuntary termination of employment
Dismissal due to a unneeded role, not the fault of the employee
Transfer of an employee, maybe downward
Temporary involuntary termination
After recruitment is a process that involves predicting and choosing from a pool
of candidates who will be most suitable.
Selection Errors
Provides both positive and negative information about the job and company
Application Forms
Interviews
Written Test
Performance/Simulation Test
Selection Devices
Can predict job performance
Can be subject to bias
Good at predicting supervisory positions
Simulates jobs, good for evaluating managerial potential
PERFORMANCE MANAGEMENT
Performance management system
Performance appraisal
Performance feedback
UTILITARIANISM
Make crap up.
STORMING
NORMING
Group structure
solidifies, assimilate to
common expectations
PERFORMING
ADJOURNING
TELLING
SELLING
PARTICIPATING
DELEGATING
High-task,
Low-relationship
leadership
High-task,
High-relationship
leadership
Low-task,
High-relationship
leadership
Low-task,
Low-relationship
leadership
TASK SIGNIFICANCE
TASK IDENTITY
AUTONOMY
JOB FEEDBACK
degree of
freedom at
work
degree which
job provides
feedback
PERSONALITY THEORIES
Big 5 Model
EXTROVERSION
Sociable
Gregarious
Assertive
Talkative
Expressive
ADJUSTMENT
AGREEABLENESS
Courteous
Trusting
Good-natured
Tolerant
Cooperative
Forgiving
Emotionally stable
Non-depressed
Secure
Content
CONSCIENTIOUSNESS
Dependable
Organised
Persevering
Thorough
Achievement orientated
INQUISITIVENESS
Curious
Imaginative
Artistically sensitive
Broad-minded
Playful
GATHERING DATA
Sensing
Intuitive
DECISION MAKING
Feeling
Thinking
ORGANISATIONAL CULTURE
Make more crap up.
Sender
Message
Encoding
Channel
Noise
Receiver
POWER
Legitimate power:
Coercive power:
Reward power:
Expert power:
Referent power:
authority
the responsibility to punish or control, based on fear
ability to distribute rewards
expertise, skill or knowledge
desirable personal traits or resources
LEADERSHIP
FIEDLER MODEL OF LEADERSHIP
LEADER-MEMBER
RELATIONS
Degree of confidence
TASK STRUCTURE
POSITION POWER
Formalisation of tasks
given to subordinates
PATH-GOAL THEORY
DIRECTIVE LEADER
SUPPORTIVE LEADER
Sets expectations of
subordinates,
specific guidance
Friendly, shows
concern for followers
PARTICIPATIVE
LEADER
ACHEIVEMENTORIENTED LEADER
Expects highest
performance from
followers, sets
challenging goals
TRANSACTIONAL-TRANSFORMATIONAL LEADERS
Transactional leaders:
Transformational leaders:
STRATEGY
THREE TYPES OF ORGANISATIONAL CHANGE
1. Changing Structure
2. Changing Technology
3. Changing People
S TRENGTHS
WEAKNESSES
O PPORTUNITIES
T HREATS